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SHMD 129 SPORT MANAGEMENT

SHMD 129 SPORT MANAGEMENT. organizing & delegating. The organising function. Organising is the process of delegating & coordinating tasks & resources to achieve objectives. Managers organise 4 resources: Human Physical Financial Informational. The organising function.

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SHMD 129 SPORT MANAGEMENT

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  1. SHMD 129SPORT MANAGEMENT

  2. organizing & delegating

  3. The organising function Organising is the process of delegating & coordinating tasks & resources to achieve objectives. • Managers organise 4 resources: • Human • Physical • Financial • Informational

  4. The organising function • Organising is about grouping activities & resources. • Effective managers know organising team’s resources & putting the right person in each position is vital in achieving objectives. • How does management know the best organizational structure? • It answers 6 key questions.

  5. The organising function • Organising Questions:

  6. CHAIN OF COMMAND • The clear line of authority from the organisation’s top to its bottom. • It identifies the formal path for communications. • Eg. Team captains form a link between players and coaches. • Therefore the decision of choosing a captain shouldn’t be taken lightly.

  7. Span of management & control • To do with how many employees report directly to a manager. • There is no optimal number of employees to manage. • Should be limited to a number that can be effectively supervise, & depends on the nature of work.

  8. Division of labour • Occurs when jobs are organised by a specialty. • Eg. Accountants work for the accounts department. • Managers usually perform less specialized functions as they move up the management ladder.

  9. Division of labour Differentiation is about organising work groups into departments. Integration is about coordinating departmental activities.

  10. Coordination • About departments & individuals in an organisation working together to accomplish strategic & operational objectives for its environment. Coordination is the process of integrating tasks & resources to meet objectives. • Sporting events typically require a great deal of coordination.

  11. Centralized & decentralized authority • The major difference between centralized & decentralized authority is who makes the important decisions. Centralized authority – important decisions are made by top managers. Decentralized authority – important decisions are made by middle- and first-level managers.

  12. Centralized & decentralized authority • Advantages of Centralized: • Control (uniform procedures) • Reduced duplication of work • Advantages of Decentralized: • Efficiency & flexibility (decisions made quickly) • Development (managers solve own problems)

  13. departmentalization The grouping of related activities into work units. • Departments have internal focus or 1 external. • Departmentalization around internal operations or functions & resources needed to accomplish work – functional departmentalization.

  14. departmentalization • External or Output Departmentalization – based on activities that focus on factors outside the organization. • Also called product or service and customer departmentalization.

  15. Job design

  16. Job design Job design is the process of combining the tasks that each employee is responsible for completing. • It is crucial – it affects job satisfaction & productivity. • Empowers employees by involving them in the design of their own jobs – increase productivity.

  17. Job simplification Makes jobs more specialized & efficient. Process of eliminating, combining, or changing the work sequence to increase performance. • Based on organizing principle of division of labour. • Idea is to work smarter, not harder.

  18. Job simplification • Job designers would break a job into steps to see if they can accomplish the following: • Eliminate: does the task have to be done at all? If not, don’t do it. • Combine: combining tasks often saves time. Make 1 trip to the mail room at the end of the day instead of several throughout the day. • Change sequence: changing the order of tasks can save time.

  19. Job expansion Makes jobs less specialized in order to empower workers & to make them more productive. • Jobs can be expanded through: • Job rotation. • Job enlargement. • Job enrichment.

  20. Job expansion • Job Rotation: • People perform different jobs for a set period of time. • Cross-training is related to job rotation. • Staff members learn to perform different jobs so they can fill in when someone is on vacation or sick. • Increases skills, which makes people more valuable.

  21. Job expansion • Job Enlargement: • Adds tasks in order to add variety. • There could be 2 jobs instead of 4. • However, adding more simple tasks to an already simple job is not a great motivator.

  22. Job expansion • Job Enrichment: • Builds motivators into a job to make it more interesting & challenging. • It works when employees want their jobs enriched, but managers should consider that some employees are happy with their jobs the way they are. • Simple way to enrich jobs is for the manager to delegate more variety & responsibility to employees.

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